Strategic Focus, with an Investment in Client Satisfaction Business Plan

Transcription

1 Strategic Focus, with an Investment in Client Satisfaction Business Plan

2 Thank you In celebration of our 25 th year of operation, we would like to acknowledge that the development and achievement of our business plans, past and present, are truly a collaborative effort. We would like to extend a special thank you to all who have helped the safety codes system get to where it is today: Members of our 10 sub-councils and the Technical Coordinating Committee who volunteer their time, skills, and extensive knowledge to keep our safety codes system current and effective Our key stakeholders safety codes officers, Quality Management Plan managers, master electricians, and accredited organizations without whom the safety codes system could not function. This includes a special thank you to all stakeholders who participated in our inaugural Safety Codes Council Stakeholder Survey The Minister of Municipal Affairs and Municipal Affairs staff for working in partnership with us Members of the Safety Codes Council Board of Directors for their ongoing leadership and support Safety Codes Council administrative staff who work hard every day to support the activities of the Board, the Technical Coordinating Committee, and the 10 sub-councils The citizens of Alberta who are both an integral part of, and the reason why, we do what we do With the continued support of our partners and stakeholders, our dedicated staff will be able to work towards continued success in the completion of our Business Plan, as we all work together in keeping Alberta a safe place to live, work, and play. The Safety Codes Council celebrates 25 years of working together to make Alberta a safe place to live, work, and play.

3 TABLE OF CONTENTS Our Role in the System Who We Are... 1 Who We Support...2 What We Do...4 Guiding Principles Vision, Mission, Values...9 Planning Context Purpose...10 Strategic Goals...10 Measuring Success...10 Key Themes Partnerships Strategic Priorities Safety...14 Education...16 Governance...19 Sustainability...23 Service Delivery Financials Budgeting Context Budget Review Budget and Forecast... 31

4 Safety Codes Council 1 Our Role in the System Who We Are We are a statutory corporation that administers parts of the safety codes system (System) on behalf of the Minister of Municipal Affairs (Minister). The Safety Codes Council (Council) has been in operation for 25 years (since 1993), and was established to provide programs and services that help ensure homes, structures, and technical systems in Alberta are safe. The Safety Codes Act (Act), along with the Minister, sets our Mandate. Our Mandate is to support the Minister in ensuring the System remains effective, robust, and adaptable to ever-changing conditions. This Mandate focuses on three major areas, which are supported by our 142 Council members and 58 employees: 1. Program & Service Delivery We deliver key programs and services to support the administration of the System. 2. Public Policy Support We support public policy objectives for the System. 3. Appeals Administration We are committed to administering a fair and objective appeals system.

5 Business Plan The Minister and Alberta Municipal Affairs 142 Council members 12 Board Directors 126 sub-council seats 16 Technical Coordinating Committee seats Who We Support 470 Accredited organizations 309 municipalities 104 corporations 56 agencies 1 regional commission 2,555 Certified SCOs 47% fire 21% electrical 16% building 5% plumbing 5% gas 3% pressure equipment 1% passenger ropeways 1% amusement rides 1% elevators 4,899 Active master electricians 4,280,000 Albertans

6 Safety Codes Council 3 Did you know? Not all areas in Alberta are accredited. This is where the Alberta Safety Codes Authority (ASCA) comes in. ASCA is a division of the Council which oversees the delivery of safety codes services in unaccredited areas of the province.

7 Business Plan 9,062 Orders and variances processed in the last 5 years 304 Audit reports completed in the last 5 years 211 Organizations use esite What We Do Program and Service Delivery esite is a provincial permitting system that is run and supported by the Council 6,797 SCO applications reviewed and approved in the last 5 years (including certification requests, designation of power, renewals, etc.) 101 Courses developed in the last 5 years 9,813 Course registrations in the last 5 years

8 Safety Codes Council 5 17,259 Permits issued by ASCA since its launch in May ,453 Inspections completed by ASCA since its launch in May ,294 Code deficiencies resolved by ASCA since its launch in May ,451 Attendees at the Safety Codes Council conferences held in the last 5 years 6 Regional meetings held every year in partnership with Municipal Affairs. Facilitated technical discussions attended by industry representatives.

9 Business Plan 42 Meetings held yearly (five-year average) Public Policy Support for the Technical Coordinating Committee (TCC) and the 10 sub-councils: Amusement Rides Barrier Free Design Building Electrical Elevators Fire Gas Passenger Ropeways Plumbing Pressure Equipment 13 Codes and standards recommendations made to the Minister in the last 3 years 6 Publications we develop and publish 2 Codes: Code for Electrical Installations at Oil and Gas Facilities Alberta Electrical Utility Code 1 Standard: Private Sewage Standard 3 Guides: Barrier Free Design Guide Fire Alarm Systems Guide Private Sewage Handbook Appeals Administration 54 Appeal requests received and processed in the last 5 years

10 Safety Codes Council 7 What sub-councils do? Do you know? review and formulate safety codes and standards develop competency requirements for SCOs validate training materials develop service delivery standards for accredited organizations discuss emergent safety-related topics in their disciplines hear and decide appeals Who sits on the TCC? Do you know? 10 sub-council chairs (one from each sub-council) 1 labour representative 1 education representative 4 municipal representatives The TCC promotes cross-discipline communication and consistency among the 10 sub-councils. Did you know? 95% of all appeals come from 3 disciplines 65% Building 15% Plumbing 15% Fire 4% Gas 1% Pressure Equipment

11 Business Plan What is the process for recommending codes and standards? Minister Provides Vision & Sets Policy Make recommendations to Board of Directors Council governance experts 14 seats/members Make recommendations to Supported by Safety Codes Council employees TCC Sub-council chairs, industry, labour, education, & municipal representatives 16 seats/members Make recommendations to Sub-councils 10 sub-councils/disciplines 126 seats/members

12 Safety Codes Council 9 Guiding Principles VALUES Innovation We encourage innovation and promote excellence. Empowerment We promote accountability, celebrate successes, and recognize achievement. Integrity We conduct ourselves in a fair, responsible, and transparent manner. Teamwork We are committed to effective partnerships. Leadership We foster leadership at all levels. MISSION Working with our partners and stakeholders, the Council shall provide an effective and sustainable System for structures, facilities, and equipment. VISION Alberta: a safe place to live, work, and play.

13 Business Plan Planning Context Purpose Our Business Plan helps us focus our efforts on priorities, successfully achieve our mandate, and fulfill our legislative responsibilities. This plan provides a roadmap that will guide our work, our decision-making, and our allocation of resources. It provides clear objectives, specific initiatives, and measurable targets for work planned in 2018, as well as a projection of work to be done in 2019 and While the plan cannot cover all that the Council does to ensure Alberta is a safe place to live, work, and play, it does provide an overview of the areas to which we will give special focus over the next three years. Strategic Goals Now in the third year of our five-year strategic plan, the Council will continue to focus on the following five strategic goals: Safety Education Governance Sustainability Service Delivery THESE GOALS ARE THE BUILDING BLOCKS UPON WHICH THE ORGANIZATION WILL STAND FOR THE NEXT THREE YEARS. Setting these goals as our priorities provides strength and support for our vision, and will serve as our focus and areas of accountability for the life of this plan. These goals are the building blocks upon which the organization will stand for the next three years. This year, we continue to focus on quality outcomes for our stakeholders. In the business plan, we have established our goals to reflect a sensible balance of new initiatives as well as improving on our obligations as set by the Minister. While each initiative in this plan appears under the strategic goal it primarily addresses, it is worth noting that they are complementary and also support other goals. Measuring Success Effective performance management will allow us to track progress against our initiatives. Performance will be measured and managed through our performance development process, with initiatives reflected in individual objectives through every level of the organization. This will ensure clear responsibility for our goals and accountability throughout the entire organization, with every individual knowing what is required, how they contribute, and what is expected of them.

14 Safety Codes Council 11 Key Themes This year, we are supplementing our five strategic goals with an additional focus: themes of improvement that were brought out in the results of our 2016 stakeholder survey. After careful assessment of the feedback from the 828 responses we received on this survey, three prevalent themes emerged as areas in need of improvement at the Council: Improved response time We will improve our response time, helping us build stakeholder trust, increase stakeholder satisfaction, and improve the value of the Council to our stakeholders. Better reporting We will create ways to provide our stakeholders and partners with better reporting, which will result in better decision making, information sharing, and priority setting. Increased staff knowledge We will build a culture of knowledge in order to make our services, systems, and processes better and more stakeholder-focused. Although our business plan focuses on our five strategic goals, these themes will also be interwoven into our initiatives to further enhance our value to our stakeholders. In order to make these goals easily identifiable, you will see the three symbols above interspersed throughout the subsequent pages. The presence of one of these labels will indicate that, in addition to addressing a strategic goal, the initiative also helps to address one of these key themes. Partnerships Underlying all of this work, and informing its execution, is the idea of partnership, a fundamental trait of the Council. Collaboration among Council employees, sub-council members, government, and stakeholders will allow the Council to deliver on the important work described in this plan and improve the System for Albertans. In short, the success of this plan will be the result of the dedication, creativity, and enthusiasm of our employees, stakeholders, partners, and volunteers. IN THE BUSINESS PLAN, WE HAVE ESTABLISHED OUR PRIORITIES TO REFLECT A SENSIBLE BALANCE OF NEW INITIATIVES AS WELL AS IMPROVING ON OUR OBLIGATIONS AS SET BY THE MINISTER.

15 Safety Codes Council 13 Strategic Priorities Goal 1: Safety Audit Program Enhancement (2018) Safety Codes System Oversight Project ( ) Goal 2: Education QMP Manager Training ( ) Continuing Education Workshops for SCOs ( ) Continuing Education Program for SCOs (2019) Video Learning Series for System Knowledge (2019) Competency Analysis for SCOs (2019) Goal 3: Governance Balanced Scorecard (2018) Governance Review ( ) Risk Management Policy and Procedures ( ) Records Management ( ) Goal 4: Sustainability Employee Engagement Survey (2018) Relocation (2018) Business Continuity Plan ( ) Performance Appraisal Refresh (2020) Goal 5: Service Delivery Council Connect (formerly ACT) (2018) ASCA Stakeholder Engagement Survey (2018) Document Council Work Processes ( ) Website Refresh ( ) Improve Appeals Process ( )

16 Business Plan Strategic Goal 1 Safety An effective and proactive system INITIATIVES Audit Program Enhancement (2018) 1 Enhance the current audit program to effectively support accredited organizations and address stakeholder feedback. We have chosen this initiative because the Council remains committed to ensuring that our audit program is efficient and effective. This initiative will benefit the System and our stakeholders because timely reports are essential for effective implementation of recommendations by accredited organizations. In addition, implementing a post-audit analysis tool will allow us to aggregate data and identify data trends and risks within the broader System. Our Auditors will also be visiting accredited organizations to address questions from QMP managers and help resolve challenges or issues related to permitting and inspection services in Alberta communities. We will know we are successful when our survey data shows improvement in our clients evaluation of our audit process. Issue all audit reports in 2018 within 60 days of audit being completed. Implement a survey procedure to gather feedback from accredited organizations on audit process by the end of Q Implement a site visit procedure by the end of Q

17 Safety Codes Council 15 FUTURE INITIATIVES Safety Codes System Oversight Project ( ) Initiate a comprehensive review of business processes and technologies used for System oversight. We have chosen this initiative because it is a crucial step in ensuring that standards and requirements for accredited organizations, as well as permitting and inspection technologies offered by the Council meet the current needs of stakeholders and the System. It will also provide the opportunity to collect appropriate System data for proactive risk mitigation. This initiative will benefit the System and our stakeholders because it will improve data collection, analysis, and reporting capabilities through new business intelligence systems and processes. This will enable the Council and government to better assess the effectiveness of the System and develop codes, standards, and policies that address identified issues. At the same time, these technologies will also support ASCA and accredited organizations with delivering effective permitting and inspection services at the local level. Initiate project in 2019, after consultation with government on proposed approach. We will know we are successful when accreditation standards are reviewed and reflect the current policy direction of government and needs of the System; the Council offers a permitting and inspection system that incorporates new functionality to support accredited organizations and SCOs in administering the Act; and enhanced tools and capacity are in place to collect and analyze data to provide the Council, government, and stakeholders with more understanding of the System and the ability to identify and manage public safety risk. Improved response time Better reporting Increased staff knowledge

18 Business Plan Strategic Goal 2 Education Relevant and accessible safety codes education and information for customers, stakeholders, and Albertans INITIATIVES QMP Manager Training ( ) 2 Implement mandatory training for QMP managers. We have chosen this initiative because accredited organizations have expressed a desire to have training in this area in order to provide new QMP Managers with a greater understanding of their role in the System. This initiative will benefit the System and our stakeholders because it will increase QMP Manager knowledge, understanding, and awareness of accreditation within the System, highlighting the importance of their role within that System. We will know we are successful when there is an increase in awareness and understanding of QMP Managers as to their roles and responsibilities, which will be assessed based on survey data obtained pre- and post-training delivery. Develop learning objectives by the end of Q Develop course materials by the end of Deliver training in Q

19 Safety Codes Council 17 Continuing Education Workshops for SCOs ( ) 3 Develop continuing education workshops to enhance SCO knowledge. We have chosen this initiative to provide learning options to enhance SCO knowledge for their day-to-day work. These workshops will provide SCOs an opportunity to earn credits towards the Continuing Education (CE) program starting in This initiative will benefit the System and our stakeholders because it will provide SCOs with the opportunity to continually update their knowledge, keeping their skills current and up-to-date as the System evolves over time. We will know we are successful when SCOs complete workshops and our stakeholder engagement score increases in regards to our training programs. Develop and deliver one workshop by the end of Complete four additional workshops by the end of FUTURE INITIATIVES Continuing Education Program for SCOs (2019) Implement a mandatory three-year Continuing Education Program for SCOs. We have chosen this initiative because the need for continuing education was identified by our clients and stakeholders based on consultation on this subject. This initiative will benefit the System and our stakeholders because continuing education plays an essential part in ensuring that professionals stay current with the latest skills and technologies required for their industry. The built environment is constantly evolving; therefore, it is essential that we promote a philosophy of lifelong learning in our industry by continually updating SCOs skills through a flexible training program. Mandatory Continuing Education Program implemented in We will know we are successful when SCOs feel more confident in their day-to-day work, as measured through survey results. Improved response time Better reporting Increased staff knowledge

20 Business Plan Video Learning Series for System Knowledge (2019) Develop a series of animated videos to communicate the purpose and value of the System and the Safety Codes Council. We have chosen this initiative in order to increase public understanding of the System and the Council. This initiative will benefit the System and our stakeholders by increasing public and stakeholder awareness about the System and its purpose, demonstrating the value of the Council and our sub-councils to nominating organizations, and bringing clarity to the role of SCOs, with the ultimate goal of increasing interest in the profession. We will know we are successful through the measurement of click rates on the public videos via our website, and when there is a reduction in cycle time for placement of subcouncil members. Complete and distribute videos by the end of Competency Analysis for SCOs (2019) Develop up-to-date competency analysis for SCOs. We have chosen this initiative because competency analysis is an essential tool in determining if certification standards and training are up-to-date. This initiative will benefit the System and our stakeholders because relevant training programs that reflect current learning practices help to ensure that SCOs have the appropriate skills and knowledge to competently carry out their responsibilities under the Act. We will know we are successful when a revised set of SCO competencies are developed to reflect industry s assessment of the skills needed to be a successful SCO. Identify job performance requirements for Plumbing Group A SCOs in Conduct curriculum gap analysis and make corrections to training materials in 2019.

21 Safety Codes Council 19 Strategic Goal 3 Governance Clear, robust, and responsive governance for the Council and the System INITIATIVES Balanced Scorecard (2018) 4 Establish performance measures to align with best practice and drive continuous improvement. We have chosen this initiative because the Council has identified a need to conduct critical evaluations of our performance, allowing us to identify what we do well, what we can improve on, and ways to measure the effectiveness of our work. A balanced scorecard is a fundamental tool used for effective performance measurement, and will play a large part in helping us fill this need. This initiative will benefit the System and our stakeholders because we can use the resultant data to improve the services we perform for the System and our stakeholders. In addition, this initiative will allow us to improve our reporting to both the Minister and our stakeholders, enhancing transparency and promoting confidence in our ability to manage programs and services under our Mandate. Implement a completed balanced scorecard into our 2019 business planning process. We will know we are successful when our stakeholders, the Board, and the Minister can effectively evaluate the Council s performance through better reporting and data, and improvements can be seen in our balanced scorecard data year over year. Improved response time Better reporting Increased staff knowledge

22 Business Plan Governance Review ( ) 5 Revise policy framework and complete the subsequent updates to all Council policies and procedures. We have chosen this initiative because it is one of the next steps forward in the Council s greater goal of reviewing all of its governing structures and procedures to align with governance best practices, a goal that we began working towards in This initiative will benefit the System and our stakeholders because this portion of the larger multi-year project will help to ensure that the Council has the right structures, policies, and procedures in place to remain successful in the fulfillment of our Mandate. We will know we are successful when the Council has the appropriate mechanisms in place to govern itself and confirm its ability to fulfill its Mandate to the Minister. Continue to transition to the revised policy framework in Update 50 policies and procedures by the end of Complete the revised policy framework transition by the end of Update the remaining 32 policies and procedures by the end of 2019.

23 Safety Codes Council 21 6 Restructure governance framework and associated documents in order to better represent the requirements of the Technical Coordinating Committee and sub-councils. We have chosen this initiative because, similar to initiative 5, it is one of the next steps forward in the Council s greater goal of reviewing all of its governing structures and procedures to align with governance best practices, a goal that we began working towards in This initiative will benefit the System and our stakeholders because it will enhance our ability to govern according to widely-established best practices and it will provide the TCC and our sub-councils with clarity on their role and function, ensuring they remain stable and effective into the future. We will know we are successful when the Council has improved mechanisms in place to govern itself and confirms its ability to fulfill its Mandate to the Minister. Consult with Council members on governance by the end of Q Present framework for sub-council governance and any required changes to governance documents to the Board by the end of Q Approve changes to the Council bylaws at the 2019 Annual General Meeting. Improved response time Better reporting Increased staff knowledge

24 Business Plan Risk Management Policy and Procedures ( ) 7 Establish a risk management policy and program to manage public and corporate risks. We have chosen this initiative because the Council recognizes the importance of risk management in our industry. Identifying and refining our risk management process into formal processes and practices is essential to our business, culture, and all Albertans. This initiative will benefit the System and our stakeholders because having a sound risk management policy and program will allow for early recognition of and/or contingency planning for risks to both the Council and the System itself. This will enable the Council to deal with risks in an effectively and timely manner. We will know we are successful when the Council is better equipped to identify, address, and report on risks, providing confidence to the Minister and our stakeholders that plans are in place to deal with identified risks should they arise. Create a risk registry for the Council by the end of Complete a draft corporate governance policy on risk oversight by the end of Complete operations risk management policy by the end of FUTURE INITIATIVES Records Management ( ) Establish records management policies and procedures to improve information management and increase operational efficiency. We have chosen this initiative because the Deputy Minister of Municipal Affairs is the owner of the Council s records for FOIP purposes. Therefore, the Council must align its record management policy with those of Municipal Affairs. This initiative will benefit the System and our stakeholders because better record keeping, improved reporting, and alignment with Municipal Affairs will improve efficiency at the Council, resulting in easier data retrieval and faster response times for our partners and stakeholders. We will know we are successful when our procedures and practices align with those of the Ministry. Develop process by the end of Implement process by the end of 2020.

25 Safety Codes Council 23 Strategic Goal 4 Sustainability A healthy and viable System INITIATIVES Employee Engagement Survey (2018) 8 Gather insight from Council staff regarding their roles in the organization. We have chosen this initiative because we recognize the importance of an engaged workforce to the sustainability of an organization. The survey will provide measures on employee engagement, give employees a voice, and provide the Council with direction to keep staff morale high and employees engaged. As the inaugural survey of this kind at the Council, it will also provide benchmarking for future reviews. This initiative will benefit the System and our stakeholders because engaged employees, who can see themselves and their role in the outcomes of our Business Plan and the safety of Albertans, are vital as we drive towards the achievement of our goals for the betterment of the System and our stakeholders. Gather survey results and analyze them by the end of Q We will know we are successful when the Council has data and trends on employee feedback and is able to utilize this information to gauge engagement progress. Improved response time Better reporting Increased staff knowledge

26 Business Plan Relocation (2018) 9 Relocate to a new office that provides increased ability to engage with stakeholders and long-term sustainability. We have chosen this initiative because the Council s lease is expiring in At this time, it is economically advantageous to renegotiate our lease, providing the Council with an opportunity to negotiate for increased financial sustainability over the long term. This initiative will benefit the System and our stakeholders because the new location allows us to focus on increased stakeholder engagement and collaboration. The new floor plan allows the Council to hold sub-council meetings on site, giving members greater ability to collaborate with staff and the Government of Alberta. The Council is operational at #500, Jasper Avenue by the end of April We will know we are successful when we are operational in a premises that allows us to more accurately reflect our values, engages staff, and is a benefit to our stakeholders. FUTURE INITIATIVES Business Continuity Plan ( ) Develop and implement a Council business continuity plan to mitigate risk in the event of an unplanned business interruption. We have chosen this initiative because continuity of business is critical to the System and the Council. This initiative will benefit the System and our stakeholders because it will ensure the continuity of services to our stakeholders and the citizens of Alberta in the event of an unplanned business interruption. We will know we are successful when we have a plan in place and feel confident in our ability to continue services if an event occurs. Complete the Business Continuity Plan by the end of Q

27 Safety Codes Council 25 Performance Appraisal Refresh (2020) Establish a performance appraisal system that is easy to use, incorporates the Council s strategic plan, mission, vision, and values, and engages employees. We have chosen this initiative because feedback from staff has indicated that our existing process is too cumbersome and does not reflect current best practices. This initiative will benefit the System and our stakeholders because a simple and clear performance appraisal process increases employee engagement and accountability and allows employees to have a clear understanding of their role and how it contributes to the Council s initiatives. Roll out new performance appraisal program in We will know we are successful when the Council has an effective performance appraisal process that staff understand, feel connected to, and use. We will be able to measure this based on feedback in our employee survey, which will be implemented in Improved response time Better reporting Increased staff knowledge

28 Business Plan Strategic Goal 5 Service Delivery Organizational alignment provides service delivery excellence and drives continuous improvement INITIATIVES Council Connect (formerly ACT) (2018) 10 Implement an automated system to deliver and manage accreditation, certification, and training activities. We have chosen this initiative because the administration of our accreditation, certification, and training programs is a core function of what we do. It is essential that we prioritize our service in this area: modernizing and transforming our service delivery system will provide our clients with enhanced service and greater control over the way they utilize these services. This initiative will benefit the System and our stakeholders because the new web-based platform will allow SCOs and master electricians to access and update contact information, register, pay for, and complete training or exams, apply for or renew their certifications, and track professional development activities. Accredited organizations will also be able to access information about their QMPs, their SCOs, and other related information. Streamlined administrative processes, self-service options, and greater access to information will improve service delivery and enhance customer experience. Modern data analysis and reporting capabilities will support greater oversight of the System. Launch the new Council Connect System by the end of June We will know we are successful when stakeholders are using and navigating Council Connect with ease. This will be determined through feedback mechanisms.

29 Safety Codes Council 27 Document Council Work Processes ( ) 11 Continue to document all Council work processes and identify and address improvement opportunities. We have chosen this initiative because it is a continuation of an initiative that started in 2017, and provides us with an opportunity to identify methods of process improvement. By capturing how we do things, we get a chance to identify deficiencies or shortcomings and correct them, becoming more efficient and nimble in the way we function. It also allows for quicker and easier transfer of knowledge between staff members. This initiative will benefit the System and our stakeholders because as we improve our ability to transfer staff knowledge, as well as make our processes more efficient, we will be quicker and more effective in serving our stakeholders. We will know we are successful when our stakeholder survey results reflect an improvement in our service to our customers. Complete documentation of an additional 15% of Council work processes by the end of Complete documentation of an additional 20% of Council work processes by the end of Complete documentation of final 25% of Council work processes by the end of Note: The first 40% of Council work processes were documented in Improved response time Better reporting Increased staff knowledge

30 Business Plan ASCA Stakeholder Engagement Strategy (2018) 12 Implement an ASCA Stakeholder Engagement Survey in non-accredited municipalities. We have chosen this initiative because the Council will be submitting a report to the Minister on the results and benefits realized by ASCA over its first two years of operation. This initiative will enable stakeholder data to be part of that report. It will also lead to improved service delivery and oversight of permitting and inspection services in unaccredited areas of the province. This initiative will benefit the System and our stakeholders because it will result in increased understanding of ASCA stakeholder needs, concerns, and expectations, which will allow us to identify opportunities to implement continuous improvement initiatives. It will also lead to improved oversight of permitting and inspection services in unaccredited areas of the province. Design, implement, and analyze survey results for inclusion in the Minister s report by June We will know we are successful when we see an improvement in stakeholder knowledge and there is increased satisfaction with ASCA service delivery. We should also see greater compliance with the Safety Codes Act in unaccredited areas of the province.

31 Safety Codes Council 29 FUTURE INITIATIVES Website Refresh ( ) Update the Council s current website. We have chosen this initiative because advancement of the Council s website platform will provide a stronger brand presence to the external community and make it easier for staff to support the System internally. This initiative will benefit the System and our stakeholders because our website is the Council s primary communication tool, and, as such, will enhance the ease with which the public will have access to important System information. This will enhance public safety, provide clarity to the public, and promote brand consistency. We will know we are successful when there is increased stakeholder and public engagement via our website, which we will be able to measure through page views, click rates, and positive stakeholder feedback. Begin stakeholder engagement and internal needs assessment in Launch new website in Improve Appeals Process ( ) Improve the Council s appeals process and service delivery model to align with best practices. We have chosen this initiative because bylaw changes in 2016 changed several aspects of the appeals process which need to be reflected in policy, process, and procedures. It will also allow us to identify opportunities to improve our case management process. This initiative will benefit the System and our stakeholders because a clear, effective, and efficient appeals process will demonstrate credibility and consistency, providing a more positive experience to those who use the appeals process. Review current appeals process and implement required changes by end of We will know we are successful when feedback from those who use the process is positive, and when the Council is better able to perform case management of appeals. Improved response time Better reporting Increased staff knowledge

32 Business Plan 2018 Financials Budgeting Context In 2016, the Council undertook the process of reviewing historical revenues and expenses, providing a deeper understanding of past base revenues and operational expenses, as well as the cost of past Council initiatives. The review resulted in the following conclusions: Base revenue increases 2% each year, on average Operational expenses remain reasonably consistent year over year Business plan and growth initiatives were the main reason for increases or decreases in budget expense forecasts How these discoveries have been applied: Base budgeting Historical numbers, as well as prior-year operational initiatives, are used as a starting point in our budgeting process Anticipated economic factors that may impact revenues have been taken into consideration, and revenues have been adjusted depending on these forecasts Business plan and growth initiatives budgeting The unrestricted reserve funds are used to cover business plan and growth initiatives when net income does not cover these expenses These items are reported separately to clearly track expenditures in comparison to the budget and business plan 2018 Budget Review As Alberta s economy continues to stabilize, levy revenues in 2018 are anticipated to remain consistent with Overall, the Council anticipates a 2% decrease in revenues, primarily as a result in a decrease in investment income. There is a 10% increase in operating expenses budgeted for This increase stems from the Council s office relocation, the 2018 launch of Council Connect, and personnel increases (which include filling all vacant positions). In 2018, business plan initiatives will be funded through operational revenues. Strategic growth initiatives will continue to be funded from the Council s unrestricted investments, which are funded from any surplus amounts accumulated in previous years. Monthly, quarterly, and annual financial reviews ensure the ongoing fiscal responsibility of the Council s financial resources.

33 Safety Codes Council Budget and Forecast >REVENUE 2018 Budget 2019 Estimate 2020 Estimate Levy Revenue $6,082,200 $6,282,200 $6,382,200 Investment Revenue 150, ,000 90,000 Grants & Other Revenue 52, , ,300 Operations 2,469,500 2,469,500 2,469,500 Corporate Strategy & Communication 93,300 92,500 92,500 ASCA 1,493,000 1,523,000 1,553,000 Total Revenue 10,340,100 10,589,500 10,839,500 >EXPENSES Personnel Expenses $5,783,200 $5,921,500 $6,034,300 General Administration Expenses 1,975,300 2,076,800 2,050,200 Operations 551, , ,700 Corporate Strategy & Communication 1,072,100 1,053,600 1,068,600 ASCA 1,314,500 1,275,500 1,279,500 ASCA Council Offset (484,500) (484,500) (484,500) Total Expenses 10,211,800 10,414,700 10,512,800 Operational Net Income 128, , ,700 >BUSINESS PLAN INITIATIVES Business Plan Initiatives $57,000 $140,000 $165,000 Net Income (After Business Plan Initiatives) 71,300 34, ,700 >STRATEGIC GROWTH PROJECTS (operational expenses) Total Strategic Growth Projects Expenses 552, , ,000 Net Income (After Strategic Growth Project Expenses) (480,700) (450,200) (553,300) W

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